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Organizational Management > Ch 16 > Flashcards

Ch 16 Flashcards

(59 cards)

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1
Q

Diversity

A

describes race, gender, age, and other individual differences

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2
Q

Revolving door syndrome

A

high turnover among minorities and women

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3
Q

inclusivity

A

how open the organization is to anyone who can perform a job

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4
Q

Multicultural organization

A

based on pluarlism and operates with inclusivity and respect for diversity

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5
Q

Characteristics of multicultural organizations

A

pluralism; structural integration; informal network integration; absence of prejudice and discrimination; minimum intergroup conflict

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6
Q

Pluralism

A

members of minority and majority cultures influence key values and policies

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7
Q

Structural integration

A

minority-culture members are well represented at all levels in all responsibilities

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8
Q

Informal network integration

A

mentoring and support groups assist career development of minority-culture members

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9
Q

Absence of prejudice and discrimination

A

training and task force activities support the goal of eliminating culture-group biases

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10
Q

Minimum intergroup conflict

A

members of minority and majority cultures avoid destructive conflicts

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11
Q

Glass ceiling

A

hidden barrier to the advancement of women and minorities

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12
Q

Leading pipeline problem

A

occurs when women leave careers because employers lack family-friendly policies and practices

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13
Q

Biculturalism

A

when minority members adopt characteristics of majority cultures in order to succeed

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14
Q

Organizational subcultures

A

groupings of people based on shared demographic and job identities

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15
Q

Ethnocentrism

A

belief that one’s membership group or subculture is superior to all others

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16
Q

Occupational subcultures

A

form among people doing the same kinds of work

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17
Q

Ethnic or national subcultures

A

form among people from the same races, language groupings, regions, and nations

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18
Q

Cultural intelligence

A

ability to work well in situations of cultural diversity

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19
Q

Generational subcultures

A

form among people similar in age

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20
Q

Affirmative action

A

leadership commits the organization to hiring and advancing minorities and women; advancing diversity by increasing the representation of diverse members in the organizations workforce
-create upward mobility for minorities and women

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21
Q

Valuing diversity

A

step beyond affirmative action; a leader commits the organization to educate its workforce so that people better understand and respect differences
-build quality relationships with respect for diversity

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22
Q

Managing diversity

A

building an inclusive work environment that allows everyone to reach his or her potential
-achieve full utilization of diverse human resources

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23
Q

Stages of Culture shock

A

confusion; small victories; honeymoon; irritation and anger; reality

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24
Q

Culture shock

Study These Flashcards
A

confusion and discomfort that a person experiences when in an unfamiliar culture

25
Confusion
first contacts with the new culture leave you anxious, uncomfortable, and in need o information and advice
26
Small victories
continued interactions bring some successes and your confidence grows in handling daily affairs
27
Honeymoon
time of wonderment, cultural immersion, and even infatuation, with local ways viewed positively
28
Irritation and anger
time when the "negatives" overwhelm the "positives" and the new culture becomes a target of your criticism
29
Reality
time of rebalancing; you are able to enjoy the new culture while accommodating its less-desirable elements
30
Cultural intelligence
ability to adapt to new cultures and work well in situations of cultural diversity
31
High-context cultures
rely on nonverbal and situational cues as well as spoken or written words in communication
32
Low-context cultures
emphasize communication via spoken or written words
33
Monochronic cultures
people tend to do one thing at a time
34
Polychronic cultures
people accomplish many different things at once
35
Proxemics
study of how people use interpersonal space
36
Tight Culture
social norms are rigid and clear, and members try to conform
37
Loose cultures
social norms are mixed and ambiguous, and conformity varies
38
time orientation
degree to which a society emphasizes short-term or long-term goals
39
Ecological fallacy
assumes that a generalized cultural value applies equally well to all members of the culture
40
Intercultural competencies
skills and personal characteristics that help us be successful in cross-cultural situations
41
Perception management
person much be inquisitive and curious about cultural differences and be flexible and nonjudgmental when interpreting and dealing with situations in which differences are at play
42
Relationship management
person must be genuinely interested in others, sensitive to their emotions and feelings, and able to make personal adjustments while engaging in cross-cultural interations
43
Self managment
person must have a strong sense of personal identity, understand their own emotions and values, and be able to stay self-confident even in situations that call for personal adaptations because of cultural differences
44
cultural diversity
differences in cultural values, norms, practices, languages, across various societies/cultures
45
Edward Hall's categorization
context; time; space
46
Context
the way people communicate in difference cultures
47
Time
the way people view and use time in different cultures
48
Space
the way people view and use space in different cultures
49
Hofstede's index
framework that can be utilized to identify certain unique broad level characteristics of a culture by categorizing it across 5 different dimensions
50
Hofstede's framework
power distance; uncertainty avoidance; masculine vs feminine; long-term vs short term orientation; individualism vs collectivism
51
Power distance
degree to which a society accepts or rejects the unequal distribution of power among people in a society and organizations
52
Individualism
degree to which a society emphasizes individual performance and self-interest vs group performance and group interest expected to look after yourself
53
Collectivist
extended families continue to look after each others' interest unconditionally
54
Masculinity
degree to which a society values assertiveness and competitiveness vs feeling relationships, quality of life ex. men are more assertive, competitive, and dominant compared to women
55
Feminity
men share similar values as women, and are more caring and modest, and value feelings and relationships
56
Uncertainty avoidance
degree to which a society tolerates and is willing to accept risks, uncertainty, and ambiguity high avoiding cultures try to minimize ambiguity and risk by strict laws, rules, safety, and security measures low cultures are more open to differences of opinions, taking business risks, and tolerating ambiguity
57
Time orientation
degree to which a society emphasizes goals and gratification
58
long term orientation
value thrift and perserverance; they have long-term persepective and value tradiation
59
Short term orientation
associated with quick results; living in the present; and taking risks

Organizational Management (9 decks)

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